Tameem Hourani

On the ServiceNow side, it was okay, now we're in, we fixed this highly regulated audit requirement. We can do very similar stuff with managing your inventory, managing your CIs, making sure you know how to track containers that are elastic, that are short-lived. The same audit requirements apply there, right?

If something exists for a day or a month, from a regulatory perspective, you've got to be able to track it, track costs, track all these other things. So that very naturally became a segue into other teams within those customers, cloud-native teams, et cetera. Went from the audit team over to engineering and cloud, and now we're slowly starting to get to security.

If something exists for a day or a month, from a regulatory perspective, you've got to be able to track it, track costs, track all these other things. So that very naturally became a segue into other teams within those customers, cloud-native teams, et cetera. Went from the audit team over to engineering and cloud, and now we're slowly starting to get to security.

If something exists for a day or a month, from a regulatory perspective, you've got to be able to track it, track costs, track all these other things. So that very naturally became a segue into other teams within those customers, cloud-native teams, et cetera. Went from the audit team over to engineering and cloud, and now we're slowly starting to get to security.

So we're a bootstrapped company, right? We never raised funding. We never had the luxury of going out and hiring whoever we wanted. So one of the most important things, and still is today, it's in one of our OPRs, one of our objectives for the year, is staying frugal. We had to be very careful who we hired, who we brought on board.

So we're a bootstrapped company, right? We never raised funding. We never had the luxury of going out and hiring whoever we wanted. So one of the most important things, and still is today, it's in one of our OPRs, one of our objectives for the year, is staying frugal. We had to be very careful who we hired, who we brought on board.

So we're a bootstrapped company, right? We never raised funding. We never had the luxury of going out and hiring whoever we wanted. So one of the most important things, and still is today, it's in one of our OPRs, one of our objectives for the year, is staying frugal. We had to be very careful who we hired, who we brought on board.

And I'd say the first 10 to 15, maybe even 15 engineers or 15 people wrapped up were engineers. And in our business, if you're an engineer, you're revenue generating directly to the top line. So we're very careful not to hire any roles we didn't need. So I'd say until we were like 30 or 35 people, I did a lot of the QuickBooks and I did a lot of the HubSpot. I want to call it marketing, right?

And I'd say the first 10 to 15, maybe even 15 engineers or 15 people wrapped up were engineers. And in our business, if you're an engineer, you're revenue generating directly to the top line. So we're very careful not to hire any roles we didn't need. So I'd say until we were like 30 or 35 people, I did a lot of the QuickBooks and I did a lot of the HubSpot. I want to call it marketing, right?

And I'd say the first 10 to 15, maybe even 15 engineers or 15 people wrapped up were engineers. And in our business, if you're an engineer, you're revenue generating directly to the top line. So we're very careful not to hire any roles we didn't need. So I'd say until we were like 30 or 35 people, I did a lot of the QuickBooks and I did a lot of the HubSpot. I want to call it marketing, right?

We just had like HubSpot campaigns. Now we have Tony who runs a lot for us. I did recruiting, right? I DM people on LinkedIn. I still do sometimes to try to bring good people on board, but we had to be very frugal. And I think by proxy of doing that, we ended up being very disciplined in our interview process. We had very strong engineers and PMs join us early days.

We just had like HubSpot campaigns. Now we have Tony who runs a lot for us. I did recruiting, right? I DM people on LinkedIn. I still do sometimes to try to bring good people on board, but we had to be very frugal. And I think by proxy of doing that, we ended up being very disciplined in our interview process. We had very strong engineers and PMs join us early days.

We just had like HubSpot campaigns. Now we have Tony who runs a lot for us. I did recruiting, right? I DM people on LinkedIn. I still do sometimes to try to bring good people on board, but we had to be very frugal. And I think by proxy of doing that, we ended up being very disciplined in our interview process. We had very strong engineers and PMs join us early days.

I think actually all of the first 10 engineers are still with us today. We had a very strong team that could really challenge each other and lean on each other. That created a really good foundation for what we have today. And we're very lucky. I don't think we'd be where we are today if we didn't have that rock solid foundational team of engineers.

I think actually all of the first 10 engineers are still with us today. We had a very strong team that could really challenge each other and lean on each other. That created a really good foundation for what we have today. And we're very lucky. I don't think we'd be where we are today if we didn't have that rock solid foundational team of engineers.

I think actually all of the first 10 engineers are still with us today. We had a very strong team that could really challenge each other and lean on each other. That created a really good foundation for what we have today. And we're very lucky. I don't think we'd be where we are today if we didn't have that rock solid foundational team of engineers.

But it's played a very big role in what has turned into 100% company today. We didn't go out and hire a bunch of leaders, right? We were very flat. We actually had no managers until we hit that 30-person mark. It was just a bunch of engineers doing good work. We just had to keep it that way to survive.

But it's played a very big role in what has turned into 100% company today. We didn't go out and hire a bunch of leaders, right? We were very flat. We actually had no managers until we hit that 30-person mark. It was just a bunch of engineers doing good work. We just had to keep it that way to survive.

But it's played a very big role in what has turned into 100% company today. We didn't go out and hire a bunch of leaders, right? We were very flat. We actually had no managers until we hit that 30-person mark. It was just a bunch of engineers doing good work. We just had to keep it that way to survive.

Are you familiar with Sequoia's rule of threes and tens? I don't know if you've come across that.